Russell Bell Photo/File
When you are a consultant, you provide advice, predominantly in verbal and written form. So when you are restricted in your ability to operate in either of those capacities, completing work and delivering to clients becomes a challenge.
When I was at Deloitte, the star of my team, who was halfway through a major internal process audit, injured his hand rock-climbing and it threw everyone into a spin because he couldn't type or hold a pen!
I've had a similar experience due to contracting laryngitis at a time when client meetings and workshops meant that I was called on to do a lot of talking.
It got me thinking about when you are in business and core resources are not available or withdrawn for any reason. It's important to have a "plan B" and at least to have thought about a plan of action should you be caught short. I've mentioned business continuity planning in the context of disasters and major interruptions before, but they also should cover the identification of core processes, resources and deliverables and how you would deal with short-term interruptions.
So, with my voice sounding like a cross between Barry White and Mickey Mouse, I needed to determine how I would cope in this situation. Unlike a business continuity plan, which should be well thought of and clearly documented, I had no plan for the "vocal interruption" - I should have. The resulting events show why we all should consider what are the essential elements of our business(es) and have a plan.
The above are examples of "here and now" type situations, but have you planned for the long term - especially who will run your business into the future if you are absent for a period or want to move on to the next phase of your life?
Succession is more than just "handing over the keys", it is a product of a long-term strategic plan for the longevity of a business or undertaking. And the better the plan, the better the chances for long-term success.
And it's important that it is executed in a transparent way and backed by clear communication so everyone involved understands the direction taken. Coupled with this it is important that the successors are in the best position to be successful - which is a combination of training and an agreed development plan.
Having helped businesses write and execute succession plans I have noted the confidence which comes from setting a direction. I know of situations in which business owners chose not to develop a succession plan and unfortunately that created risks, which crystallised into "out of the blue" situations - such as the next generation leaving to take up other opportunities.
Like current issues and opportunities, it is important to have a "Plan B" or options. In the case of big-ticket, long-term considerations such as succession planning, it is vital you just have a plan.
Zenith Strategic Solutions specialises in long-term strategic planning, change management and succession planning for organisations of all sizes. If succession planning is relevant to you please give Russell and the team a call on 347 9997.